Developing the Plan:

Human Resources
Strategic Initiatives

January 2001

Strategic Initiative: Recruit and retain quality and diverse faculty, staff and administration by restoring compensation to the AAUP 80th percentile (for comparable IIB institutions) for faculty and an equitable level on appropriate indexes for staff and administration.

Identified Issue:

Current compensation levels for both faculty and staff need to be increased to a level that is competitive within the marketplace.

Action:

A review of the existing compensation levels for both faculty and staff will be conducted. This will be compared with current budget resources to determine when and how the necessary increases to compensation can be made.

Responsibility:

Director of Human Resources/Faculty Compensation Committee and Administrative Council

Resources:

Financial

Target Deadline

: Commence with making budgetary adjustments in fiscal year '01-'02.

Evidence of Progress:

The compensation program should be reviewed every budget cycle, with the necessary adjustments being made annually.

Outcome:

Compensation levels for all faculty and staff will be competitive with similar institutions.

Strategic Initiative: Provide adequate staff for all departments of the College.

Identified Issue:

Critical areas of te College are short staffed.

Action:

Communicate the appropriate budget process with all members of the campus community so that consideration is given to these short-staffed areas during the budget process.

Responsibility:

Vice President for Finance and Administration

Resources:

Financial

Target Deadline:

Budget process '02-'03.

Evidence of Progress:

Short-staffed areas identified and positions filled.

Outcome:

Appropriate staffing for all levels of the College.

Strategic Initiative: Ensure that all College employees participate in a regular (at least annual) performance review.

Identified Issue:

Although performance reviews are conducted routinely in many areas of the College, not all employees are given the opportunity to participate in a regular performance review.

Action:

Review and communicate the existing performance evaluation process to ensure that all employees are given the opportunity to participate in a regular performance review.

Responsibility:

Director of Human Resources

Resources:

Target Deadline:

February 2001

Evidence of Progress:

Compile statistical reports of number of performance evaluations completed and report to the college community.

Outcome:

All employees will have the opportunity to regularly participate in an annual performance evaluation.

Strategic Initiative: Revise the complaint resolution system for staff.

Identified Issue:

The current complaint resolution system is unsatisfactory to employees who have complaints about their immediate supervisors.

Action:

A group of staff employees will be formed to review alternatives to the current program resolution system. In addition, conflict resolution training will be scheduled for all supervisory employees.

Responsibility:

Director of Human Resources

Resources:

Financial resources will be needed for training.

Target Deadline:

The committee of staff employees will be formed beginning in the fall of 2001 with a deadline for a revised policy to be presented to the Administrative Council in the fall of 2002. Conflict resolution training will be provided in 2002.

Evidence of Progress:

Completed training and a revised policy.

Outcome:

The development of a revised policy and better skills on resolving complaints in a more acceptable manner.

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